What processes are there in enterprise architecture work?
Enterprise architecture processes refer to the functions and procedures used to plan, develop, manage and maintain the organisation’s enterprise architecture.
These processes are:
the planning process, which defines the future state of the architecture
the development process, which focuses on practical implementation
the administrative process, which ensures the continuity of the architecture
the communications process, which keeps different stakeholders informed about changes and development measures
the change management process, which guides changes to the enterprise architecture
the review and improvement process, which examines the efficiency and development needs of the enterprise architecture.
Digital security is a key part of enterprise architecture work and must be present in every process:
In the planning process, the objectives of digital security must be integrated with the work. It is important to take legislation and the principles and strategies guiding the organisation’s digital security into account.
During the development process, it is ensured that the security aspects of all solutions are at an adequate level.
The change management process must ensure that changes to the architecture do not jeopardise the security and continuity of the organisation.
In the review and improvement process, it is important to carry out security-related self-assessments and audits that can be used to identify significant areas of improvement in safety.
Updated: 8/4/2025
What are the management’s responsibilities in the development of enterprise architecture?
The management is responsible for the strategic steering of the enterprise architecture and its integration into the organisation’s operations. The management must also ensure that the digital environment is reliable, secure and available.
The management defines the objectives and expectations of the enterprise architecture that guide the development and implementation of its processes.
The management ensures that there are sufficient resources to develop and maintain the enterprise architecture, such as budget and personnel.
The management acts as a sponsor of the enterprise architecture, providing ongoing support and encouragement at all levels of the organisation to understand and promote the importance of the enterprise architecture
The management monitors and evaluates the progress of enterprise architecture processes to ensure their effectiveness and timely resolution of potential problems.
Updated: 8/4/2025
Work phases of the enterprise architecture’s processes
The work phases of the process are:
Current State Analysis (As-Is): Identification and description of the organisation’s current architecture, processes and technologies.
Definition of the target state (To-Be): Definition of the desired state of the architecture to support the strategic goals of the organisation.
Comparison of the current state and the target state (GAP Analysis): Analysis of the differences between the current and target state; identification of development needs.
Creation of a roadmap (Roadmap): Creation of a plan that defines and prioritises measures with a timetable for reaching the target state.
Implementation and monitoring: Launch of the planned measures and monitoring of the progress towards the target state.
Maintenance and management: The enterprise architecture is continuously updated and managed to meet changing needs and objectives.
Updated: 8/4/2025
Organisation of enterprise architecture work
There are various approaches to take in organising the work phases of enterprise architecture work, depending on the organisation’s
size
level of maturity
available resources.
Keep in mind that the party responsible for your organisation’s enterprise architecture is also responsible for engaging digital security experts in the different work processes. Roles responsible for digital security, such as information security managers, information security architects and data protection officers, should be included in all stages of the process in accordance with their respective areas of responsibility and competence.
Different ways to organise work
Each stage is implemented as a separate project, which provides a clear structure, schedule and objective for the development of enterprise architecture. This model is best suited for extensive architectural development entities, such as programmes and projects.
The stages take place in several recurring cycles, allowing more flexibility and continuous improvement. This model is suitable for dynamic environments and is suitable for organisations that use agile methods.
The strategic architecture team has overall management responsibility, but the implementation is divided between different units, groups or teams. This model is particularly suitable for large organisations where units manage their own entities.
All stages are continuously updated as part of daily operations without separate projects. This model is suitable for mature organisations where architectural development is established as part of the normal operating model.
Combination of several other approaches. For example, the definition of the target state is implemented as a project, but implementation and monitoring as an agile or continuous activity. This model provides flexibility and adapts to the needs of different phases.
